The People Pillar of Cloud Adoption: Developing Your Workforce & Building Digital Talent
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A successful cloud-transformation journey incorporates three pillars: people, process, and technology. Far too often, organisations focus on process improvements and technology implementation, but ignore the human aspect. Many leaders acknowledge that the first two are easy to modify, while influencing culture is more difficult. This session covers best-practice methods meant to empower customers to address this challenge. Learn about roles and responsibilities germane to the transition and post-cloud adoption phase. Assess your organisation’s gaps among the requisite skills and competencies, build effective training models, and shape an effective DevOps culture.
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The People Pillar of Cloud Adoption: Developing Your Workforce & Building Digital Talent
- 1. P U B L I C S E C T O R S U M M I T B RUSSE LS
- 2. © 2019, Amazon Web Services, Inc. or its affiliates. All rights reserved.P U B L I C S E C TO R S U M M I T The People Pillar of Cloud Adoption: Developing your Workforce & Building Digital Talent Thomas Blood Enterprise Strategist AWS S e s s i o n I D Jan-Willem Arnold Head of Information and Processes KNMI
- 4. When it comes to cloud adoption, the biggest challenge isn’t technology — it’s the people and processes that must change and adapt.” People and Processes “ 13 Biggest Challenges When Moving Your Business To The Cloud - June 2017 article
- 5. What is Culture? Culture Is “the Way We Do Things Around Here.” • Culture is the “software of the mind.” It is the core logic that organizes people’s behavior • The culture reflects the lessons learned that are important enough to pass on to the next generation • Values, beliefs, and practices that have been developed and reinforced over time
- 6. Cultural Trends We Are Seeing Moving from Failure is not an option Command-and-control Silos “throw it over the wall” Build/deploy in place Long due diligence Standardization Talent outsourcing Moving toward Learning (start small, experiment, and iterate) Decentralized ownership (guardrails via cloud CoE) DevOps and cross-functional teams Automate: Infra-as-code, redeploy every time Adopt early and often Reference architecture, no religion, few standards Talent insourcing/niche partnering
- 7. Automate your bureaucracy Delivering value using DevOps 44% More time spent on new features and code 440x faster from commit to deploy 46x more frequent deployments 5x Lower failure rate Source: Puppet Labs State of DevOps Report
- 8. 46 TIMES MORE frequent code deployments 2,555 TIMES FASTER lead time from commit to deploy 7 TIMES LOWER change failure rate 2,604 TIMES FASTER time to recover from incidents *Accelerate: State of DevOps 2018: Strategies for a New Economy 7% Elite Teams that adopt essential cloud characteristics are 23 times more likely to be elite performers.
- 9. Be clear on your business goal Choose a predominant public cloud partner Agree on your security objectives The team you have is the team you need You build it, you support it Trust, but verify …unless you have better ones Establish your principles
- 10. Agile by Default Unless There is a Good Reason Not to • Individuals and interactions over process and tools • Working software over documentation • Customer collaboration over contract negotiation • Responding to change over following a plan Agile Principles
- 11. All of these reduce cycle time and allow builders to focus on product, quickly deploying and collecting feedback DevOps Promote and Enable Fast Feedback DevOps Principles Automate all things Eliminate handoffs Establish guardrails
- 12. ActivityOutcome Current Organization Models are Activity-Based Business Analyst Product Manager Project Managers Designers Developers Testers Implementers Operations & Support Business Analyst Developers Testers Project Managers Designers Operations & Support Implementers Product Manager
- 13. Small, decentralized teams are nimble Own/run what you build Amazon Achieves Speed and Agility withTwo-PizzaTeams
- 14. Product Ownership Activity ownership Product Ownership WORK WORK Improved focus on value Quick decisions Improved efficiency Improved performance Easier to fund Predictability Strengthen trust between the Business and IT to identify and deliver value together
- 16. KNMI Royal Netherlands Meteorological Institute ‘A data driven company since 1854’ }
- 26. 1950s - 1977
- 27. operationsscientific ICT – processes and data RD Sat Obs RD Obs Data RD Climate models Weather services Observations KNMI: research and operations Research Enterprise IT Organizational structure
- 28. The bigchallenge: - Organizingthe IT - Can we find the people Formerly: - Can we build it? -Will it perform?
- 29. provide the business a digital platform that will allow for a new style of architecting, one that drives continuous transformation rather than requirements-driven, step- by-step change The art of the possible
- 30. https://blog.opengroup.org/2016/06/07/enterprise-architects-know-nothing-a-conversation-with-ron-tolido/ …organizations must begin to look to “I don’t know” architectures if they are to survive in the digital economy. Traditional IT methods and architectural practices that were established during the 1980s and 1990s are no longer relevant in the digital age. …customer and business needs are constantly changing there really is no way to know what IT landscapes will look like in the future or what type of solutions organizations will need “I don’t know”IT must instead provide users an architected platform of services that can be mixed and matched to meet a variety needs, enabling business customers to go in any direction they want …today Enterprise Architects effectively know nothing because businesses have no idea what the future will hold, whether two days or ten years from now stop trying to make predictions
- 32. Renew infra Build new landscape redesign/ EWC/ international cooperation Multiple challenges Cloud native, lift and shift or…?
- 35. • Cloud sets strong standards • Automated auditing process • Cost assignment to products The cloud helps to organize Containers Standardize by using
- 36. plans designs projects systems A B Organizational change process
- 37. urgency plans designs projects systems A B let it go not knowing creation the new beginning Organizational change process
- 38. urgency plans designs projects systems A B let it go not knowing creation the new beginning Resistance manifests in questions and doubts They don’t know, but are you able to serve them already?
- 39. education
- 40. Applicatie Informatie 11 oktober 2018 Koninklijk Nederlands Meteorologisch Instituut 1 Algemene Informatie Naam Gladheidmodel Beschrijving Applicatie met status experimenteel, wens om te operationaliseren. Intake moet nog plaatsvinden, maar operationaliseren valt niet binnen de scope van het project. Dit formulier is nog niet ingevuld met de eigenaar maar door de PO. Uitspraak gevraagd van de stuurgroep of dit binnen de scope getrokken moet worden. Vakgroep WKD Eigenaar Sander Tijm Functioneel beheerder Sander Tijm BIR Quickscan Beschikbaarheid L M H Integriteit L M H Vetrouwelijkheid L M H Score RPO RTO Classificatie B, I en V = L 28u 40u (85%) BBN1 B, I en V = L of M 24u 16u BBN2 B of I = > M V = L of M < 1u < 1u BBN2+ V =H < 1u < 1u BBN3Technische Informatie Footprint Draait op zgn weerblades - - structure
- 41. credits to grass root initiatives
- 42. some teams go faster
- 43. Architecture/ cloud competence Business opportunities Cloud Architecture Cloud application development support Architecture Cloud operations Platform maintenance and automation Platform security management Cost & capacity control Continuous monitoring Incident/problem/change support Database management Application security & availability mgt DIGITAL KNMI Product team: Weer en luchtvaart Business analysis Research & Data analytics Life cycle mgt Product team: WIDI Business analysis Research & Data analytics Life cycle mgt. Data science/analytics Data scientist Data visualization Data analist Data engineer Data manager Application maintenance Regular app maintenance (2/ yr) Vulnerability response (ad hoc) Technology updates (2 / yr, ad hoc) App/ code review, intakes Security assesment CI/CD build street development Life cycle mgt Systems development Agile/scrum teamAgile/scrum teamAgile/scrum team Product team: Klimaat 9 Research & Data analytics Life cycle mgt Product tm: seismologie Business analysis Research & Data analytics Life cycle mgt
- 44. It’s a great adventure,…. Final thoughts - difficult to plan - on going operations - new paradigms, new concepts - major technical shift - major cultural change and: take care of yourself -You need to be responsive to the changing demands of the organisation during the transition -That often involves starting new or expanding existing activities - More work…. - More people needed… - Span of control, you need assistance too -There is always a lag in organizing all that
- 45. KNMI Royal Netherlands Meteorological Institute Thank you!
- 46. © 2017, Amazon Web Services, Inc. or its Affiliates. All rights reserved. This is happening!
- 47. Organizational Structure Roles and Job Descriptions Skills and Competencies Training and Certification Manage Staffing Org. Change Management The way you manage your people model is the single most important component of the cloud transformation.
- 48. © 2019, Amazon Web Services, Inc. or its Affiliates. All rights reserved. Key Cloud Operational Functions
- 49. © 2019, Amazon Web Services, Inc. or its Affiliates. All rights reserved. What skills and competencies do you need? Organizational Goals Capabilities Activities Skills Where are the gaps?
- 50. © 2019, Amazon Web Services, Inc. or its Affiliates. All rights reserved. Example Organizational Goals Capabilities Activities Skills Where are the gaps? Cost Management • Reporting • Monitoring • Data Analytics • Cost-efficient Architecture Develop: • Tagging strategy • Automated report • Auto-scaling Architecture Need: • Automation engineering • Cloud architecture • Cost management
- 51. © 2018, Amazon Web Services, Inc. or its Affiliates. All rights reserved. Hiring and Career Maps Partner with HR as early as possible • Cultivate the culture you want and hire accordingly • Hire the right talent – even if it costs more • Outsource things not core to your business • Create a career map for all affected job families
- 52. Transformation O l d w o r l d t o n e w w o r l d t i t l e s Technical Program Manager (TPM) AWS Infrastructure Engineer (IE) Software Quality Engineer (SQE) Software Development Engineer (SDE) Security Engineer Engineering Manager E x a m p l e j o b t i t l e s
- 53. “There is no compression algorithm for experience” 10% Critical mass: reach 10% certified A c h i e v e t h e h a l o e f f e c t
- 54. Scaling the Teams Team “Mitosis”
- 55. Cultivate the culture you want
- 56. © 2018, Amazon Web Services, Inc. or its Affiliates. All rights reserved. Educating the Organization Create opportunities for learning • Go to/organize an AWSome Day • Lunch and learn • Internal webinars • Host meetups • Organize hackathons • Demos • Stock a library with relevant books Set up a wiki • Links to video, blog, webinar, etc. • Links to books • Describe design and architecture • Create training material with video, text, graphics, etc. Shout it from the roof top • Webcast with executives and practitioners • Organize town hall meetings • Become a guest speaker at meetings • Have an open door policy • Talk to people • Speak at conferences Seek inspiration • Attend re:Invent • Attend summits, transformation days, etc. • Send people to conferences • Invite outside speakers
- 57. How to Influence Cultural Change? Identify desired attitudes and behaviors for successful cloud adoption Communicate attitudes and behaviors Align explicit and implicit reward systems Align hiring, training, and incentive practices
- 58. © 2018, Amazon Web Services, Inc. or its Affiliates. All rights reserved. KeyTakeaways Think Big, Start Small, Go Fast! • Have the courage to change • Know where you are going • Get help from partners and allies • Cultivate the culture you want • Challenge assumptions • Encourage experimentation
- 59. © 2018, Amazon Web Services, Inc. or its Affiliates. All rights reserved. Recommended Books
- 60. © 2018, Amazon Web Services, Inc. or its Affiliates. All rights reserved. BooksWritten by AWS StrategyTeam
- 61. Thank you! © 2019, Amazon Web Services, Inc. or its affiliates. All rights reserved.P U B L I C S E C TO R S U M M I T Thomas Blood https://www.linkedin.com/in/thomasblood/ @groberstiefel aws.amazon.com/blogs/enterprise-strategy/
- 62. © 2019, Amazon Web Services, Inc. or its affiliates. All rights reserved.P U B L I C S E C TO R S U M M I T
Editor's Notes
- Slide is an opportunity for interaction “show of hands” Provide war stories here The quote on this slide was the number 2 (second?) biggest challenge (of 13) appearing in the “13 Biggest Challenges when Moving Your Business to the Cloud” list from Forbes
- We have seen evidence of the benefits of automating bureaucracy and allowing teams to work autonomously in delivering value using DevOps: Per the Puppet state of DevOps report, teams that employ DevOps have a 5x lower failure rate, 440x faster from commit to deploy, 46x more frequent deployments, and most importantly -- 44% more time spent on new features and code
- This is a huge mistake
- Be Clear on your Business Goal Choose a Predominant Public Cloud Partner Agree on Your Security Objectives the Team You Have Is the Team You Need You Build It, You Support It Trust, But Verify
- Jan-Willem Arnold Royal Netherlands Meteorological Institute
- Today most organizations are organized around activities; it is our belief that in the future, they will need to reorganize around outcomes An effort that is valueless on its own. Typically activities strung together are what create an outcome. Teams are rewarded based on the completion of their activity. A result that is valuable to the customer. An outcome is achieved through the execution of many activities. Teams are rewarded based on a valuable good/service provided to the customer. [CLICK]
- Working backwards is how Amazon decides what to work on. How we work is an organizational design called two pizza teams. On the surface our teams are pretty typical in that we have managers, TPMs, and engineers in a standard functional hierarchy. But, whereas most organizing models are designed to facilitate communication, Amazon two pizza teams are designed to minimize communication among teams and individuals. A team of 6-8 individuals that can sit around a table and share two pizzas can communicate incredibly efficiently amongst themselves. Not only are the teams small, but they are also comprised of all the skillsets needed to accomplish their work without relying on outside teams. If the team doesn’t need to talk to anyone then they don’t have to wait for anyone to get their work done. This eliminates a huge element of coordination and communication overhead. One last characteristic of two pizza teams is that your own, or run what you build, meaning there is no handoff upon completion. This most closely aligned to the Product model we just reviewed. To enable this work model, the most compatible technology architecture is what is now referred to as microservices.
- As teams begin to organize this way, organizations see changes in behavioral norms. Many organizes in their aim to be agile have already witnessed the cultural changes which in many cases can create friction with other groups in IT
- Analytics needs today can only be met by a diverse set of technologies. AWS is ideal because of the wide range of products and services that can meet many different needs.
- At the start it feels like being on a roller coaster, things are moving quickly and you aren’t sure we way the thing is going to turn. Its has great highs and a few lows. With Hindsight, I was reminded by a close colleague, that Change Curves matter, just as much as they always have. Yet my Change Curve, is about 2 seconds long. So what's a change curve?
- Be Clear on your Business Goal Choose a Predominant Public Cloud Partner Agree on Your Security Objectives the Team You Have Is the Team You Need You Build It, You Support It Trust, But Verify
- The Skills and Competencies component of the AWS CAF People perspective provides guidance for enhancing the cloud skills of your workforce. Figure shows an approach that you could use to determine the skills and competencies that are required in the organization. Start by listing the prioritized goals of cloud adoption Next, identify the capabilities needed to meet the goal, activities that make up the capability, Finally the skills required to accomplish the activities. Amazon Web Services – People Perspective January 2016 For example, - you might have a goal to achieve a high degree of cost management and cost transparency Capabilities to support the goal could include reporting on cost at the workload and resource level, monitoring cost versus value, monitoring spend versus utilization, and finally developing cost-efficient cloud architectures. Some activities could include developing reusable auto-scaling architectures, developing an automated tagging strategy, enforcing tagging standards, and automating cost and utilization reporting. Need skills of automation engineering, cloud architecture, auto scaling, cloud monitoring configuration, and cost management and billing. You might also need third-party cost management tool specialty competence.
- - you might have a goal to achieve a high degree of cost management and cost transparency Capabilities to support the goal could include reporting on cost at the workload and resource level, monitoring cost versus value, monitoring spend versus utilization, and finally developing cost-efficient cloud architectures. Some activities could include developing reusable auto-scaling architectures, developing an automated tagging strategy, enforcing tagging standards, and automating cost and utilization reporting. Need skills of automation engineering, cloud architecture, auto scaling, cloud monitoring configuration, and cost management and billing. You might also need third-party cost management tool specialty competence.
- Cultivate the culture you want and hire accordingly Skill Attitude Ability to learn T-shape over I-shape
- 10% is the key A Cloud Guru
- This is underpinned on a consistent belief in what are the LPs that make people successful, and that is based on the 14 LPs of amazon.com
- It turns out that Amazon occasionally sells books, so here are a few tips: If you are interested in how to transform your IT organization into a department that is loved by business departments and in how to foster great collaboration between IT and others, I would recommend “The Phoenix Project”. This book is written in a novel format so it makes great bedtime reading and it’s quite entertaining as well. Some call it the “DevOps bible”. If you are an IT architect, check out “Building Microservices”. It is written by an employee of one of the leading developer consultant companies in the world called ThoughtWorks and it explains both technical and organizational aspects of introducing a microservices architectural style. Finally, for CEOs and high level business executives, “The Lean Enterprise” offers key insights into the way innovation works, how large companies have consistently failed to deliver innovation in the past and what you can do to avoid their fate and bridge the gap between an innovative startup mode and a large, enterprise company.